The document outlines a plan to improve a company's product quality, customer service, and internal processes. It notes issues like angry customers returning products and a lack of unified communication. The plan includes developing products for longer before launch, better planning pilot programs, improving test procedures, optimizing tools and programs, and constantly checking procedures. The goal is to become more profitable, efficient, focused, and sustainable by only launching market-ready products, providing top customer service, and gaining customer and employee feedback.
Win New Business - Strategies for Selling into Capex ProjectsJack Turner
Modern sales teams receive more information and leads than ever before. These slides were used as part of our recent webinar, helping attendees to learn how to apply a 7-step strategic sales framework to project opportunities.
More information or get in touch for access to the recording at www.protelprojects.com
Win New Business - Strategies for Selling into Capex ProjectsJack Turner
Modern sales teams receive more information and leads than ever before. These slides were used as part of our recent webinar, helping attendees to learn how to apply a 7-step strategic sales framework to project opportunities.
More information or get in touch for access to the recording at www.protelprojects.com
Διαδικτυακό Σύστημα Πληρωμής Εισφορών στις Υπηρεσίες Κοινωνικών ΑσφαλίσεωνNicos Philippou
Οι Υπηρεσίες Κοινωνικών Ασφαλίσεων (ΥΚΑ) ανακοινώνουν την έναρξη της εκστρατείας προώθησης του Διαδικτυακού Συστήματος Πληρωμής Εισφορών Κοινωνικών Ασφαλίσεων.
PulseCheck 2016 | How we integrate customer success in our product planning p...Brian David Brannon
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
PulseCheck 2016 | How we integrate customer success in our product planning p...Gainsight
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
Measuring and Improving CX as a PM by fmr Twilio Staff PMProduct School
As a Product Manager, you benefit from mixing anecdotes and data to have an understanding of customer needs.
- You can track the success metrics of your product launch better by defining output metrics vs intermediary signals of progress.
- Sometimes you need to drive stakeholder alignment and internal process changes to improve customer experience
- You can build your own checklist for product launch and for communicating with customers to ensure you have your metrics ready, your communication is well received, and you are driving the desired customer behavior.
Products go through a life cycle and the priorities of a Product Manager differ in different phases. Improving an existing product (rather than building something from scratch) is what a typical Product manager gets to do 70% of her/his career.
In this webinar, you would learn:
Typical Product Roadmap post new launch
Longest phase of a product - Product Optimization
Why Optimization is not top down but bottom up innovation
Product Optimization cycle and how to deal with it
Importance of Data in day to day life
Skills to develop to be a successful product manager
Empowering Customer Success through Product FeedbackGainsight
What's the single biggest factor in whether or not a customer churns? Don't overthink it — it's whether or not the product is meeting their needs. But what's the biggest factor in whether or not your product is meeting your customers' needs? It's Customer Success. That means the relationship between Product and Customer Success is crucial for any recurring revenue business.
This webinar will feature Rahul Jain, Founder and VP of Customer Success at Pendo, and Guarav Kotak, Senior Director of Product at Gainsight. Together, they'll explore how to create a positive feedback loop between Customer Success and Product to improve both teams' metrics.
World Product Day 2019 / Product Tank HCMC #9: How to advocate product manage...Amanda Lam
Product Management is relatively new and unfamiliar to many company stakeholders. It has never been a major in colleges, and many people often have misconceptions that Product Managers = Project Managers, or holding a belief that digital Product Managers are just doing "IT".
Arguably, proper Product Management is vital to the longer-term sustainability of most companies. While visionary leaders with product-focused mindset are rare; we shall rely on no others but ourselves to pitch and convince upper management and key stakeholders the necessity to invest time and money into Product Management.
In this talk, we will discuss about:
- how Product Management practices can fit into the context of company strategy
- the key values that Product team drives and delivers to both external (clients / users) and internal (other departments) environments
- the processes that facilitate development of market-responsive products
There is no single formula of success, and each company should adjust and adopt its own unique ways to set up its Product team and strategy according to their talent mixes, business priority, stage of growth and competitive landscape. As such, we anticipate active dialogue and discussions among us so that we can learn our experiences from each other!
Using Customer Development to Build Your SaaS StartupArpit Rai
I recently spoke at the ProductGeeks conference organized by NextBigWhat in Bangalore on the 14th of April, 2018. The topic of my talk was on how SaaS startups can use customer development to build their product/growth
Chapter 2
The New Products Process
*
The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
*
P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
*
P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
*
The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
*
Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
Διαδικτυακό Σύστημα Πληρωμής Εισφορών στις Υπηρεσίες Κοινωνικών ΑσφαλίσεωνNicos Philippou
Οι Υπηρεσίες Κοινωνικών Ασφαλίσεων (ΥΚΑ) ανακοινώνουν την έναρξη της εκστρατείας προώθησης του Διαδικτυακού Συστήματος Πληρωμής Εισφορών Κοινωνικών Ασφαλίσεων.
PulseCheck 2016 | How we integrate customer success in our product planning p...Brian David Brannon
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
PulseCheck 2016 | How we integrate customer success in our product planning p...Gainsight
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
Measuring and Improving CX as a PM by fmr Twilio Staff PMProduct School
As a Product Manager, you benefit from mixing anecdotes and data to have an understanding of customer needs.
- You can track the success metrics of your product launch better by defining output metrics vs intermediary signals of progress.
- Sometimes you need to drive stakeholder alignment and internal process changes to improve customer experience
- You can build your own checklist for product launch and for communicating with customers to ensure you have your metrics ready, your communication is well received, and you are driving the desired customer behavior.
Products go through a life cycle and the priorities of a Product Manager differ in different phases. Improving an existing product (rather than building something from scratch) is what a typical Product manager gets to do 70% of her/his career.
In this webinar, you would learn:
Typical Product Roadmap post new launch
Longest phase of a product - Product Optimization
Why Optimization is not top down but bottom up innovation
Product Optimization cycle and how to deal with it
Importance of Data in day to day life
Skills to develop to be a successful product manager
Empowering Customer Success through Product FeedbackGainsight
What's the single biggest factor in whether or not a customer churns? Don't overthink it — it's whether or not the product is meeting their needs. But what's the biggest factor in whether or not your product is meeting your customers' needs? It's Customer Success. That means the relationship between Product and Customer Success is crucial for any recurring revenue business.
This webinar will feature Rahul Jain, Founder and VP of Customer Success at Pendo, and Guarav Kotak, Senior Director of Product at Gainsight. Together, they'll explore how to create a positive feedback loop between Customer Success and Product to improve both teams' metrics.
World Product Day 2019 / Product Tank HCMC #9: How to advocate product manage...Amanda Lam
Product Management is relatively new and unfamiliar to many company stakeholders. It has never been a major in colleges, and many people often have misconceptions that Product Managers = Project Managers, or holding a belief that digital Product Managers are just doing "IT".
Arguably, proper Product Management is vital to the longer-term sustainability of most companies. While visionary leaders with product-focused mindset are rare; we shall rely on no others but ourselves to pitch and convince upper management and key stakeholders the necessity to invest time and money into Product Management.
In this talk, we will discuss about:
- how Product Management practices can fit into the context of company strategy
- the key values that Product team drives and delivers to both external (clients / users) and internal (other departments) environments
- the processes that facilitate development of market-responsive products
There is no single formula of success, and each company should adjust and adopt its own unique ways to set up its Product team and strategy according to their talent mixes, business priority, stage of growth and competitive landscape. As such, we anticipate active dialogue and discussions among us so that we can learn our experiences from each other!
Using Customer Development to Build Your SaaS StartupArpit Rai
I recently spoke at the ProductGeeks conference organized by NextBigWhat in Bangalore on the 14th of April, 2018. The topic of my talk was on how SaaS startups can use customer development to build their product/growth
Chapter 2
The New Products Process
*
The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
*
P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
*
P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
*
The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
*
Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
Designing for adoption gainsight px 08.24.2020Mickey Alon
Designing for adoption
Building products in the end-user era requires product leaders to take a customer-centric approach to deliver winning user experiences.
This session will cover the steps required to create an experience-driven product strategy using usage data, user sentiment, and revenue analysis.
Product Development Demystified: Launching Faster with Confidence through Hum...Aggregage
Kandice Durden is here to discuss how leading organizations build, validate, and embed customer feedback into their development cycles. It’s time to take the guesswork out of product development by putting your customers at the center of your decisions!
2137ad - Characters that live in Merindol and are at the center of main storiesluforfor
Kurgan is a russian expatriate that is secretly in love with Sonia Contado. Henry is a british soldier that took refuge in Merindol Colony in 2137ad. He is the lover of Sonia Contado.
Hadj Ounis's most notable work is his sculpture titled "Metamorphosis." This piece showcases Ounis's mastery of form and texture, as he seamlessly combines metal and wood to create a dynamic and visually striking composition. The juxtaposition of the two materials creates a sense of tension and harmony, inviting viewers to contemplate the relationship between nature and industry.
Explore the multifaceted world of Muntadher Saleh, an Iraqi polymath renowned for his expertise in visual art, writing, design, and pharmacy. This SlideShare delves into his innovative contributions across various disciplines, showcasing his unique ability to blend traditional themes with modern aesthetics. Learn about his impactful artworks, thought-provoking literary pieces, and his vision as a Neo-Pop artist dedicated to raising awareness about Iraq's cultural heritage. Discover why Muntadher Saleh is celebrated as "The Last Polymath" and how his multidisciplinary talents continue to inspire and influence.
2137ad Merindol Colony Interiors where refugee try to build a seemengly norm...luforfor
This are the interiors of the Merindol Colony in 2137ad after the Climate Change Collapse and the Apocalipse Wars. Merindol is a small Colony in the Italian Alps where there are around 4000 humans. The Colony values mainly around meritocracy and selection by effort.
2137ad Merindol Colony Interiors where refugee try to build a seemengly norm...
WIN 8 Glattbrugg
1. June 15, 2016
let’s win
Jennifer Matos Inacio
Armando Born
Marc Leu
Patrice Gerschwiler
2. • terminal is not ready for the market (example vx 690)
• angry customers rescission = image damage
• increased 2. interventions terminal exchange
• inadequate communication internal / external
• no unified telephone system
June 15, 2016 / created by PGE Let’s win 2
problem analysis / initial situation
3. • increase profitability by increasing the product quality
• offer a top service to customer that he will gladly pay higher
price
customer returns and not the product !
June 15, 2016 / created by PGE Let’s win 3
objective
4. • only launch marketable products
• longer development phases
• better planning of the pilot phase (location, customer selection)
• alternative in emerging problem cases
• better communication / instruction
June 15, 2016 / created by PGE Let’s win 4
procedure / implementation
5. June 15, 2016 / created by PGE Let’s win 5
procedure / implementation
6. • know and implement customer requirements and customer
needs
• acting instead of reacting (communication)
• high usability (stability before innovation)
• solution oriented
June 15, 2016 / created by PGE Let’s win 6
finding solution
7. • necessarily improve test procedures elicit problems in the
development phase is more cost effective
• cross-team meetings before pilot launch
• optimize tools and programs
• optimize processes / revise (piramedia)
• optimum availability (forecast)
June 15, 2016 / created by PGE Let’s win 7
action plan
8. • get customer feedback
• get employees feedback
• procedures and processes constantly check
(continuous improvement process)
June 15, 2016 / created by PGE Let’s win 8
control
9. • All these changes make us:
more profitable
more efficient
more focused
more sustainable
June 15, 2016 / created by PGE Let’s win 9
results
